Organisational Hierarchies and Decision Making Process of Chinese Multinational Enterprises in Vietnam

This paper examines the organisational hierarchies and decision making processes of two Chinese multinational enterprises operating in Vietnam—hina Luoyang Floating Glass Corp. （CLFG） and China TCL Holdings Co. Ltd. （TCL）. For this study, research data were obtained from in-depth interviews of more than 20 government officials in E R. China and Vietnam, and managers and staff of those two enterprises. Results indicate that the organisational structures of the two enterprises are still vertical but complex, although moderate changes made to them post the nationwide economic reform of China. Consequently, decision making process follows a ＂top-down＂ model, sometimes, with insufficient grassroots information. Findings are discussed in the light of political, social and cultural milieu, and implications are drawn for the management of Chinese multinational enterprises operating in overseas markets. Both CLFG and China TCL are structured on task specialisations. However, departmentalisation in TCL＇s overseas division in head office is not only based on products, but also on geographical regions of markets. The organisational structure of TCL in Vietnam is less complex than the international division, but it is more centralised. Decision making at TCL combines more traditional Chinese business philosophy with modern western organisational characteristics. TCL has a strong western influence in its management style. However, some traditional characteristics such as ＂hero＂ leadership influence and political influence are involved with decision making at TCL. Amongst others, the transitional economy, social culture, poor management system and political sensitivity have been major elements influencing decision making. In the case of CLFG. some decisions have been made before proper information has been gathered and analysed.

Resource Acquisition, Internationalization, and the Catch-up Path of Chinese Construction Machinery Champions--The Case of Sany, XCMG, and Zoomlion

This study investigates the internationalization and resource accumulation process of the three largest Chinese construction machinery companies： Sany, XCMG and Zoomlion. It takes a longitudinal approach to analyze the internationalization process of the three companies over the last 25 years. Although the three companies＇ paths in the early acquisition of technologies and firm-specific advantages （FSA） differ significantly, however, their internationalization process exhibits similar pattern. They all exploit the same home-country based FSAs in their south-south expansion into other emerging markets, and seem to mimic each other in their strategic moves. In the south-north expansion into advanced economies they skip the export stage and rely almost exclusively on foreign direct investment of both forms, greenfield and M＆A, to pursue asset augmenting objectives and overcome their ＂liability of origin＂. The study concludes by discussing several topics of interest, such as the implications of accelerated resource accumulation, the impact on competition with advanced multinationals in the home market or possible effects on the level of state support and risk taking behavior in the internationalization process by the companies＇ ownership type.

The Impact of Investing in Emerging Markets on Firm Performance: An Exploratory Study of Taiwan Residents Multinational Enterprises in the Chinese Mainland

Ⅰ.IntroductionDuring the past two decades,many multinationalenterprises(MNEs)have made substantial investmentsin emerging markets.Two factors dominate thereasoning in favor of such an investment strategy:lowlabor costs and the large size of the markets in the hostcountries.While these two economic factors seem quite